jonathan@researchcomputingteams.org
Parent categories: Managing A Team
Other tags: | Hiring: Other | Technical Leadership: Software Development | Hiring: Creating a Job Description |
Research Software Engineers - Job Descriptions - Aalto Scientific Computing Group The Scientific Computing group of Aalto University has text for their job descriptions of a simple three-step (RSE1, RSE2, RSE3) progression for software development in their institution. It’s not a formally recognized ladder by HR yet but it guides their hiring decisions. The whole thing is just a few paragraphs long, but it’s very clear and is a lot more than most institutions have. The other internal documents they have on the page are...
Continue...Other tags: | Technical Leadership: Software Development |
Senior level RSE career paths (with an s) - Daniel S. Katz, Kenton McHenry, Jong S. Lee In the spirit of Shmitz et al.’s call for a career path for RCD individual contribitors, Katz, McHenry, and Lee describe a career progression for research software developers, starting with associate, staff, then senior research software engineer (RSE). Then there’s a bit of a step change to Lead, which I think is pretty well described here: Some of these roles can include some mentoring and leadership, and at...
Continue...Other tags: | Technical Leadership: Software Development |
RSE Group Evidence Bank - UK RSE This is an interesting collection of job titles and descriptions from a number of UK RSE groups for job levelling (junior/RSE/senior/head of RSE), soe articles on setting up RSE or data science institutes. Very interesting if you’re thinking of starting an RSE group. Hopefully it continues to grow.
Continue...Other tags: | Technical Leadership: Systems: Other |
Building an SRE Career Progression Framework - Ethan Motion Whether it’s for research software, systems, data management, or data science, a lot of groups are trying to figure out formal or informal career progression pathways for individual contributors. As a manager, you can work with individuals in their one-on-ones to find out where they are interested in and ready to grow, and give them opportunities at that intersection. But how do you start thinking about career progression at the whole-team or multi-team level? Motion describes...
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